Transcript

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A
PROJECT REPORT
ON
ANALYSIS OF SALES FORCE
PERFORMANCE
FOR MOTWANE MANUFACTURING
COMPANY PVT. LTD.
SUBMITTED TO UNIVERSITY OF PUNE IN PARTIAL
FULFILLMENT OF 2 YEARS FULL TIME COURSE
MASTER IN BUSINESS ADMINISTRATION (M.B.A.)
SUBMITTED BY
NAVIN S. SHUKLA
(BATCH 2005-2006)
VishwakarmaI nstitueofManagement
Kondwa, Pune -48.

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ACKNOWLEDGEMENT
It gives me please to thanks my guide Mr. Tushar Bhavsar (Manager Marketing) and Mr. Ajit
Parundekar (Executive Director) of Motwane Manufacturing Company Pvt. Ltd. for providing support
on my project. I also thank them for involving me on some top managerial activities like sales
forecasting, advertising planning and channel management. I got a real experience of sales in these two
months because of constant interaction of sales force with me. Hence these 60 days are really
memorable from my marketing career point of view.
I also thank my Director Dr. Sharad Joshi for helping me in deciding the company and
subsequently the project title. I also thank to my Guide Prof. Mrs. Smita Sovani for providing support
at all point of time.
I thank Prof. Yuraj Lahoti, Prof. Rajesh Vatkar and Prof. Mahesh Halale for providing
valuable support at every point of time. I specially thank Prof. Vishal Soni since his IT lectures were of
immense help in the project work.
Finally I would like to thank my parents who are supporting me at every point of life. I would
also thank to all my friends and members of VIM family who are helping me at every point of need and
guidance.
NAVIN SHUKLA
MBA-II, MB0536

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1. EXECUTIVE SUMMARY
1.1 INTRODUCTION
The project is about the effect of new sales force on the performance of the company. This is
generally being done by efficiently monitoring the sales team, Channel Management, Market
Segmentation, Advertising planning and through various national and international alliances.
Hence the title of the project is chosen as Analysis of sales force performance for Motwane
Manufacturing Company Private Ltd.
1.2 SELECTION OF THE TOPIC
The company established in 1960 is pioneer in Multimeters but is hardly able
to get even 10% of the market and the share is going down year by year.
Rishab and Meco came way after Motwane in the market but still are the leaders in
the market.
Hence to increase the sales turnover and to increase the market share company
has decided to go for increasing the sales team at 16 major locations in India with a
further increase of 50 engineers by 2007. To start with one Engineer was appointed
followed by 5 Engineers.
Hence a system is to be developed to monitor the sales team across various
territories/locations in the country.
The project involves various aspects of marketing like sales force
automation, market segmentation, channel management, advertising, sales forecasting
and also a unique opportunity to work with Executive Director of the company and
other top management personnel.
This project is done at Nasik Road factory which being the registered factory
and office of the company since from last 40 years. I have decided about this project
in the month of January reason being the first recruitment was supposed to be in the

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month of February and I worked for the project in the month of June and July since by
then the other sales engineer s have joined the team.
The project was carried by consulting the Production Manager, Marketing
Manager, Human Resource Manager, EDP department and the Executive Director
being the main guide for me. I have experienced a real sales experience since I was
continuously interacting with the sales team for the entire two months.

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2. OBJECTIVE & SCOPE OF THE PROJECT
2.1 OBJECTIVE OF THE PROJECT
To analyze the increase in sales turnover of the company during the current financial
year by
o Sales force Automation.
o Segmenting the companies to find the target market.
o Advertisement planning and participating in various national and international
trade shows.
o Sales forecasting for the Sales Engineer and the Channel partners.
o To increase the product basket by means of JV s and OEM brandings.
2.2 OBJECTIVE OF THE STUDY
Primary: -
1. To analyze the performance of new sales team on the turnover of the
company.
2. To design various formats required for monitoring the sales team.
3. To forecast sales for the Engineers and the channel partners.
4. To segment the companies by using last five years data so as to find
the target market.
Secondary: -
1. To plan for advertising for the financial year so as to help the sales
team.
2. To plan for exhibitions, trade shows so as to increase the sales.
3. To identify the unique customers.
4. To get top ten channel partners.
2.3 SCOPE OF THE PROJECT: -

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The scope of the project is mainly focused towards the
1. Sales team, its design and development towards achieving the target set for the
financial year.
2. The project is restricted to 16 locations, which are mapped into North, South,
East and West.
Table 1
3. Out of 16 locations identified only five have been considered for the study. The
locations are as under
o Mumbai
o Delhi
o Vadodara
o Bhopal
o Raipur
TERRITORY COVERED
NORTH SOUTH EAST WEST
Dehradun (DHD) Chennai (CHN) Guwahati (GAU) Mumbai (BOM)
Delhi (DEL) Coimbtore (CTR) Kolkata (KOL) Nagpur (NGP)
Chandigarh (CHD) Bangalore (BNG) Bhopal (BPL)
Lucknow (LCK) Hyderabad (HYD) Raipur (RPR)
Jaipur (JAI) Vadodara (BRD)

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3. COMPANY PROFILE
3.1 ABOUT COMPANY
The Motwane Manufacturing Company Private Limited (MMCPL or Motwane ) is a
leading Manufacturer and Distributor of high performance Electrical/Electronic Testing, Measuring
and Recording Instruments/Systems in India. Established in 1967, the Company Pioneered the Sale
and Indigenous Manufacture of Analog Multi meters in India through technical Collaboration with
AVO Limited of the United Kingdom. Since then, the Company has initiated several developmental
efforts to cover a range of Test and Measurement (T&M) products.
In recent years, The Company has deliberately transitioned to become a focused Transmission and
Distribution (T&D) solution provider to the electric power industry. By leveraging its competency
in designing high precision measuring instruments, MMCPL has successfully designed and delivered
automated smart metering solutions to power utilities. Today, Motwane is in a leadership
position to deliver the changes that Government of India (GoI), SEBs, and private players need to solve
the distribution crisis and power shortages that India is facing: namely by bringing intelligence
into the revenue cycle -- by segregating, measuring and identifying energy losses (technical and
commercial) from the network backbone to the customer premise on a daily basis; providing for real-
time consumption data and load profiles to assess peak demand and network capacity; performing
automated energy audits; increasing accuracy in billing and cash management; improving customer
service and overall network reliability.
As recognition of its innovative efforts in the field of automated metering, Motwane has recently been
awarded the first commercial tender for a production-ready Automated Meter Reading (AMR)
system by a leading industrial group company, giving the company the largest installed base in the
country. Motwane has also been selected by a premier multi-national power solutions company as the
preferred supplier of AMR systems in India, thereby increasing its sales leverage to access a large
market. In addition, Motwane was an integral contributor to the IT task force report on Power,
organized by the Ministry of Power.
In conjunction with the shift to provide distribution solutions to the power sector, Motwane has
acquired, Krohm Solutions ( Krohm ), a US and India based venture-funded company. Krohm s
expertise lies in software services and application software for power distribution companies in North
America, Australia and New Zealand. The two companies have been collaborating closely on AMR
software development and in joint sales activities for the Indian market.
The Company manufactures all of its products in a 4-acre Factory complex at Nashik (a rapidly
growing industrial town about 100 miles from Mumbai). This facility also houses an integrated R&D
department, which is recognized by Dept. of Scientific and Industrial Research Govt. of India. The

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quest for quality in all of the products is reflected in the Company s compliance to ISO 9001: 2000
Standards.
3.2 QUALITY POLICY
The Motwane Manufacturing Company Pvt. Ltd. Hereafter called MMCPL
designs, manufactures and supplies test, measurement, monitoring and recording
instruments.
MMCPL aims at serving institutional markets like Electricity Utilities, Defense,
Public Sector Undertakings, Major Government Organizations and Export Houses apart from its
regular small buyers.
It is the policy of MMCPL to maintain competitive standards of Quality in Design &
Manufacturing of these products by providing identified and adequate resources, establishing,
maintaining and continually improving systems, processes, raw materials and training with the aim of
improving the quality of measurement, suitability, reliability and long life of its products. This is in
addition to meeting the customer requirements and applicable statutory and regulatory norms thereby
ensuring satisfaction and loyalty of our customers.
It is MMCPL s commitment to fulfill the ongoing needs of our customers by providing them
products with latest technologies by in house designing, through technical collaborations or marketing
alliances with reputed Indian or Overseas organizations having ISO 9001 Quality Certification.
MMCPL shall maintain and continually improve its Quality Management System.
This Quality Policy will be periodically reviewed for its continual suitability.
Ajit Parundekar
(Executive Director)
3.3 COMPANY LOGO
3.4 COMPANY SLOGAN

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3.5 COMPANY PHOTO
3.6 ORGANIZATION CHART:
Organization chart appearing here illustrates functions & their interrelations within
the organization. The primary and supporting responsibilities for implementing
sections 4 to 8 of ISO 9001 2000 are presented in department interface. In case of
non-availability of concerned functions authority & responsibility is considered as
decided by respective person or guided by ED.
The Hallmark of Quality , Innovation and Reliability
ED
MR
HOD-MKT
HOD:R&D

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market for public speaking communication system. The Motwane brand rapidly
gained recognition nationwide as its systems were used by freedom fighters during
India s struggle for independence from the British. Today, the Company is India s
leading producer of Electronic Test and Measuring Instruments and power
distribution solutions.
3.8 PARTERNERSHIPS
The Company has successfully developed long term relations with reputed local and
overseas Companies such as:
Siemens Information Systems Limited. As systems integrator/reseller for
power utilities
CMC Ltd. As systems integrator/reseller for power utilities
SPL WorldGroup (US): Product development and reseller relationship
Kinectrics (US and Canada): technology and OEM relationship
METEX CORPORATION KOREA: Reseller for Indian market
WUHAN FANKE TRASFORMER MANUFACTURE CO.PTD PRC.
Reseller for Indian market
KYROTSU ELECTICAL WORKS LTD., JAPAN
3.9 NETWORK
The Company has direct sales Offices in each of the metro cities in India supported by
Sales representatives and Dealers all over the country. The Company has also
exported its highly successful Microprocessor based Digital Low Resistance Meters
and Multimeters to the US (mainly to OEM manufacturers such as Ballantine
Laboratories Inc.) and to a smaller extent, the Middle East, Netherlands and Germany.
MUMBAI BANGALORE
434 A, Gyan Ghar, 14th Road, Khar (W).
Mumbai - 400 052.
Flat No. 2, Bathija Court No. 35/13,
Langford Road Cross, Bangalore -560 025

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3.11 CUSTOMERS
The Company has very strong relationships with Government agencies and private
organizations connected with Defense, Railways, Aviation, Post and Telegraphs,
Radio and TV Networks, Communications and Computers, Power Generation
Research Laboratories and Educational Institutes. In particular, notable customers
with long-standing relationships include All India Radio (AIR), Oil and Natural Gas
Corporation (ONGC), the 26 State Electricity Boards (SEB s), Doordarshan TV, the
Indian Railways, Air force, army and Navy.
Company has its main customers as Government Agencies and Private Organizations
connected with Defense, Railways, Aviation, Post and Telegraphs, Radio and TV
Networks, Communications and Computers, Power Generation, Research
Laboratories and Educational Institutes. In particular, notable customers with long-
standing relationships include : All India Radio , Oil and Natural Gas Corporation,
State Electricity Boards, Doordarshan , Indian Railways, Air force, Army, Navy and
DOT.

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3.12.9 LT AMR (Reliance implementation)
Data acquisition and control based
on Power line carrier for last mile
(between DTR and consumer
meters).
Proven reliability over last mile
distances of 3-4 Km.
Ability to handle very high density
of meters on DTR (> 800:1).
Intelligent concentrator can set
separate interval schedules for
each meter.
DCU can store upto 90 days data
on 15 min intervals.
Outage log on DCU.

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Customer Care and Trouble Call Management System
Designed to handle commercial and technical complaints
Integration-ready with
IVR For registering a complaint through a phone
GIS For locating the fault
GPS For Easy tracking of the Mobile Crew
Mobile Workforce Management Systems For optimum use of the
available workforce
Online Status of complaints
Auto Forwarding of complaint details to the relevant staff
SMS, Pager
Email
Analysis and Reporting
Minimizing Human Intervention
Flexible and Open architecture, developed using Industry Standard
technologies
Scalable to handle large number of calls
Some of the salient features of TCMS are:
3.12.10 CUSTOMER CARE: TROUBLE CALL MANAGEMENT SYSTEM

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4. THEORETICAL BACKROUND
The company started in 1960 was pioneer in Analog Multimeters in India through technical
collaboration with AVO Limited of United Kingdom. The company was having monopoly till 1985
and has captured almost 95% of the market.
Then came the era of digital technology and company didn t realized that the Product life of their
product was moving towards the decline stage.
4.1 PLC CONCEPT
Decline Stage
As sales decline, the firm has several options:
o Maintain the product, possibly rejuvenating it by adding new features and finding
new uses.
o Harvest the product - reduce costs and continue to offer it, possibly to a
loyal niche segment.
o Discontinue the product, liquidating remaining inventory or selling it to another firm
that is willing to continue the product.
The marketing mix decisions in the decline phase will depend on the selected
strategy. For example, the product may be changed if it is being rejuvenated, or left unchanged
if it is being harvested or liquidated. The price may be maintained if the product is harvested,
or reduced drastically if liquidated.
Based on the above the theory the firm liquated remaining inventory thereby selling to its
channel partners. The company was not ready to face the upcoming competition in the market and
hence was on the stage of lockout.

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But with the help of OEM branding and good brand name the company was somehow able to
survive; but couldn t achieve the growth rate with which the other company were growing.
Hence the company s decision to increase the sales force and invest for expansion is best
explained by using BCG model.
4.2 The BCG GROWTH-SHARE MATRIX
The BCG Growth-Share Matrix is a portfolio-planning model developed by Bruce Henderson
of the Boston Consulting Group in the early 1970's. It is based on the observation that a company's
business units can be classified into four categories based on combinations of market growth and
market share relative to the largest competitor, hence the name "growth-share". Market growth serves
as a proxy for industry attractiveness, and relative market share serves as a proxy for competitive
advantage. The growth-share matrix thus maps the business unit positions within these two important
determinants of profitability.
The BCG Growth-Share Matrix
This framework assumes that an increase in relative market share will result in
an increase in the generation of cash. This assumption often is true because of the experience curve;
increased relative market share implies that the firm is moving forward on the experience curve relative
to its competitors, thus developing a cost advantage. A second assumption is that a growing market
requires investment in assets to increase capacity and therefore results in the consumption of cash. Thus
the position of a business on the growth-share matrix provides an indication of its cash generation and
its cash consumption. Henderson reasoned that the cash required by rapidly growing business units
could be obtained from the firm's other business units that were at a more mature stage and generating
significant cash. By investing to become the market share leader in a rapidly growing market, the
business unit could move along the experience curve and develop a cost advantage. From this
reasoning, the BCG Growth-Share Matrix was born.

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The four categories are:
Dogs - Dogs have low market share and a low growth rate and thus neither generate nor consume a
large amount of cash. However, dogs are cash traps because of the money tied up in a business that
has little potential. Such businesses are candidates for divestiture.
Question marks - Question marks are growing rapidly and thus consume large amounts of cash, but
because they have low market shares they do not generate much cash. The result is large net cash
consumption. A question mark (also known as a "problem child") has the potential to gain market
share and become a star, and eventually a cash cow when the market growth slows. If the question
mark does not succeed in becoming the market leader, then after perhaps years of cash consumption it
will degenerate into a dog when the market growth declines. Question marks must be analyzed
carefully in order to determine whether they are worth the investment required to grow market share.
Stars - Stars generate large amounts of cash because of their strong relative market share, but also
consume large amounts of cash because of their high growth rate; therefore the cash in each direction
approximately nets out. If a star can maintain its large market share, it will become a cash cow when
the market growth rate declines. The portfolio of a diversified company always should have stars that
will become the next cash cows and ensure future cash generation.
Cash cows - As leaders in a mature market, cash cows exhibit a return on assets that is greater than
the market growth rate, and thus generate more cash than they consume. Such business units should
be "milked", extracting the profits and investing as little cash as possible. Cash cows provide the cash
required to turn question marks into market leaders, to cover the administrative costs of the company,
to fund research and development, to service the corporate debt, and to pay dividends to shareholders.
Because the cash cow generates a relatively stable cash flow, its value can be determined with
reasonable accuracy by calculating the present value of its cash stream using a discounted cash flow
analysis.
Under the growth-share matrix model, as an industry matures and its growth rate declines, a business
unit will become either a cash cow or a dog, determined solely by whether it had become the market
leader during the period of high growth.
While originally developed as a model for resource allocation among the various business units in a
corporation, the growth-share matrix also can be used for resource allocation among products within a
single business unit. Its simplicity is its strength - the relative positions of the firm's entire business
portfolio can be displayed in a single diagram.
The company is in the Question Mark segment with high growth rate and low market share.

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4.3 MARKET SEGMENTATION
Market segmentation is the identification of portions of the market that are different from one another.
Segmentation allows the firm to better satisfy the needs of its potential customers.
4.3.1 THE NEED FOR MARKET SEGMENTATION
The marketing concept calls for understanding customers and satisfying their needs better than the
competition. But different customers have different needs, and it rarely is possible to satisfy all
customers by treating them alike.
Mass marketing refers to treatment of the market as a homogenous group and offering the same
marketing mix to all customers. Mass marketing allows economies of scale to be realized through mass
production, mass distribution, and mass communication. The drawback of mass marketing is that
customer needs and preferences differ and the same offering is unlikely to be viewed as optimal by all
customers. If firms ignored the differing customer needs, another firm likely would enter the market
with a product that serves a specific group, and the incumbant firms would lose those customers.
Target marketing on the other hand recognizes the diversity of customers and does not try to please all
of them with the same offering. The first step in target marketing is to identify different market
segments and their needs.
4.3.2 REQUIREMENTS OF MARKET SEGMENTS
In addition to having different needs, for segments to be practical they should be evaluated against the
following criteria:
Identifiable: the differentiating attributes of the segments must be measurable so that they can be
identified.
Accessible: the segments must be reachable through communication and distribution channels.
Substantial: the segments should be sufficiently large to justify the resources required to target them.
Unique needs: to justify separate offerings, the segments must respond differently to the different
marketing mixes.
Durable: the segments should be relatively stable to minimize the cost of frequent changes.

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A good market segmentation will result in segment members that are internally homogenous and
externally heterogeneous; that is, as similar as possible within the segment, and as different as possible
between segments.
4.3.3 BASES FOR SEGMENTATION IN INDUSTRIAL MARKETS
In contrast to consumers, industrial customers tend to be fewer in number and purchase larger
quantities. They evaluate offerings in more detail, and the decision process usually involves more than
one person. These characteristics apply to organizations such as manufacturers and service providers,
as well as resellers, governments, and institutions.
Many of the consumer market segmentation variables can be applied to industrial markets. Industrial
markets might be segmented on characteristics such as:
o Location
o Company type
o Behavioral characteristics
Location
In industrial markets, customer location may be important in some cases. Shipping costs may be a
purchase factor for vendor selection for products having a high bulk to value ratio, so distance from the
vendor may be critical. In some industries firms tend to cluster together geographically and therefore
may have similar needs within a region.
Company Type
Business customers can be classified according to type as follows:
o Company size
o Industry
o Decision making unit
o Purchase Criteria
Behavioral Characteristics
In industrial markets, patterns of purchase behavior can be a basis for segmentation. Such behavioral
characteristics may include:
o Usage rate
o Buying status: potential, first time, regular, etc.
o Purchase procedure: sealed bids, negotiations, etc.

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6. PROJECT ANALYSIS: -
6.1 PART A: FORMAT FOR SALES FORCE
6.1.1 DAILY SALES REPORT (DSR): (AS PER
ANNEXURE A)
o The report consists of all the necessary input to trace the customer requirements.
o It helps the account department to compare the expenditure details with the DSR.
o It helps the HR department to manage the attendance details of the Sales Engineer.
o It also helps to know the marketing team what is the potential business with the
customer and promotional expenses required to get the order.
o It also helps to know the competitive scenario and ways to overcome them.
o Along with the total customer summary it helps us to know the next
steps to be taken to acquire the order.
6.1.2 DSR MONITORING REPORT: (AS PER ANNEXURE B)
o This report is the summary of Daily Sales Report and contains all the necessary
columns to trace a sales call.
o It acts as the MIS for top management as every sales engineer can be evaluated case
by case.
o This report helps to monitor the sales engineer at individual level throughout the
month.
6.1.3 MONTHLY TOUR PLAN: (AS PER ANNEXURE C)
o This report helps in advance to know the marketing team about the customer visits.
o It also reminds the Sales Engineer about the sales call to be given to the end
customer.

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o It helps to plan the budgetary expenses for the tour.
6.1.4 MONTHLY VISIT PER CUSTOMER MONITORING
REPORT: (AS PER ANNEXURE D)
o This report acts as a MIS for the middle level management.
o This report gives the number of visits given to a particular customer in a month.
o It also gives the traceability of a customer till the order is received or lost.
o Depending upon the potential business value the sales engineer can concentrate over
the customer and accordingly plan his visit.
o This report also helps to identify unique customer.
6.1.5 DAILY CALL MONITORING REPORT: (AS PER
ANNEXURE E)
o This report gives the total number of calls given by an individual on a
daily basis for a particular month.
o It gives the variance between the planned calls and the actual.
o It also helps the HR department to manage the daily attendance.
6.1.6 OFFER TRACKING SHEET: (AS PER ANNEXURE F)
o This helps the sales force to monitoring each and every case till the final order is
received or lost.
o This also helps the head office to monitor each and every case.
o It also helps to monitor the channel partners if any enquiry is forwarded to them.

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6.2 PART B: SALES FORECASTING AND ANALYSIS
6.2.1 SALES TURNOVER LAST FINANCIAL YEAR: (AS PER
ANNEXURE G)
o This table helps to project future sales for the Channel partners and the Sales
Engineer.
o It also gives percentage wise sales contribution of direct customers and channel
partners on the company turnover.
6.2.2 PRODUCTION PLANNING SHEET: (AS PER
ANNEXURE H)
o This sheet helps to plan the production as per the budgeted figures.
o This also helps to plan the expected delivery schedule for the customer.
o This helps the materials department to effectively monitor the inventory.
6.2.3 TARGET SHEET FOR CHANNEL PARTNERS :( AS PER
ANNEXURE I)
o This table gives the projection of total sales for channel partners for the current
financial year.
o This table also gives last year sales by individual channel partners. This forecast
helps to plan and monitor the Channel sales and its effective follow-ups by the sales
team.
6.2.4 SALES FORECAST FOR CURRENT FINANCIAL YEAR: (AS PER
ANNEXURE J)
o This gives the total sales forecasting product wise by taking into consideration the
total quantity to be sold along with the total amount.
o The forecast includes the Co-branded products of a Japanese company.
o This is the target which a sales engineer of a particular territory should achieve in
current financial year

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6.2.7 LAST YEAR SALES FOR FOUR MONTHS (AS PER ANNEXURE F)
T
A
B
L
E
3
6.2.8 COMPARISON FOR FOUR MONTHS SALES 2005-06 & 2006-07(Data as per Table 2
& Table 3)
TA
BLE 4
o Last year sales of four months for five selected territories were 44.25 Lacs whereas
the sales for the year 2006-07 are 76.08 Lacs.
o So there is 71.93 % increase in sales from last year.
o So all the territories have exceeded the sales from last year due to involvement of
sales force.
o The graph below shows that all territories have exceeded the sales from last year
except Delhi where it is same for both the years.
o Where as the total sales for four months for all the territories was 101.46 Lacs
compared to the last year sales of 71.4 Lacs (Refer Table 5).
SALES FOR 2005-2006
MUMBAI VODADORA BHOPAL DELHI RAIPUR TOTAL
APRIL 285824 92385 15438 770257 73320 1237224
MAY 437723 17251 84878 174635 0 714487
JUNE 821403 97693 3772 245651 56894 1225413
JULY 522521 257837 13620 409667 41299 1244944
TOTAL 2067471 465166 117708 1600210 171513 4422068
COMPARISON FOR 2005-06 & 2006-07
2005-06 2006-07 RS.IN LACS RS. IN LACS
MUMBAI 2067471 3672316 20.7 36.7
VODADORA 465166 1395407 4.65 13.9
BHOPAL 117708 482211 1.18 4.82
DELHI 1600210 1601710 1.6 16
RAIPUR 171513 465849 1.72 4.66

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6.3 PART C: MARKET SEGIMENTATION
6.3.1 BROAD SEGMENTS IDENTIFIED: (AS PER ANNEXURE K)
o 35 segments were identified by considering last five years database. This is done to
help the sales force to get the target market.
6.3.2 SEGMENTED COMPANIES FOR CEMENT: (AS PER ANNEXURE L)
o The database for cement companies is collected by using last five year s database as
well by using various trade magazines and internet.
o The database is prepared as per the territories identified, so as to help the sales force
to get the target market.
6.4 PART D: ADVERTIZING PLANNING
6.4.1 COMPARISON SHEET OF ADVERTIZING: (AS PER ANNEXURE M)
o The sheet is prepared so as to allocate budget for advertising during the current
financial year.
o This will also help the company to allocate budget for various Trade shows organized
across the country.
6.4.2 DEALER APPLICATION FORM: (AS PER ANNEXURE N)
o The form contains all the information from marketing as well as financial perspective
of the Channel partner.
o The competitive information can also be known.
o The financial status of the company can be assessed.
6.4.3 Co BRANDING AGREEMENT
o Co - branding agreement between Motwane and kyoritsu so as to increase the
product basket.

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7. FINDINGS
7.1 PART A: FORMAT FOR SALES FORCE
o These formats have resulted into efficient monitoring of sales team across various
territories.
o This has resulted into better traceability of customer requirements.
o Proper monthly planning can be done.
o Visit per customer can be monitored.
o Attendance and other HR records can be maintained.
o Performance of the sales engineer can be monitored.
o Expenses on the sales can be estimated.
o Each and every offer can be traced till it is either received or lost.

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7.2 PART B: SALES FORECASTING AND ANALYSIS
o Last year sales figure help to plan the future budgeting Product wise.
o Also it helps to plan the production schedule and inventory management.
o Target sheet for the channel partners can be prepared based on the last year s
turnover.
o It helps to plan the forecasting for current financial year.
o The sales have increased compared to the budgeted figure by 4.56% by
compensating the Delhi performance, which has not achieved the target.
o If Delhi is not considered then the increase in sales as compared to budgeted
figure for four territories is 34.65%.
o Where there is no sales engineer the actual sales is less then the budgeted.
o Also the sales compared to the last year turnover have increased by 71.93% for
the four months.
o Due to better planning and involvement of sales force the overall sales have
increased by 42% during the current financial year.
o The sales force at five selected territories has contributed to 74% of the total
sales of the current financial year.

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7.3 PART C: MARKET SEGMENTATION
o The segmentation is helping the sales force to save time in finding the target
market.
o Also the focus is concentrated on the selected segments in the initial stage of
sales call.
7.4 PART D: ADVERTIZING PLANNING
o The advertising planning is helping to find the economical and most preferred
magazine for various types of products.
o Like insulation testor is mostly used by Electrical Contractors hence the
advertisement should be placed in the Indian Electrical contractor and Trader
magazine.
o Hence helps to budget the expenses properly.

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8. LIMITATIONS: -
1. The study is limited to only 16 territories.
2. Five sales Engineers have been selected to analyze the data.
3. The segmentation is done based on the previous data available.
4. The buying behavior of the consumer has not been taken into the consideration.
5. The cost head has not been considered while analyzing the report.
6. Previous years advertising and promotional expenses have not been considered.
7. The training programme of Sales Engineer has not been considered.
8. While segmenting data was collected for only two major segments as against 35
segments identified.
9. The effect of after sales service on the sales turnover has not been taken into account.

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9. CONCLUSIONS: -
o The sales turnover of the company has increased by 71.93% just by employing
five sales engineers at different territories as compared to 16 territories
identified.
o The segmentation is helping to boost the overall sales by 4.56% as compared to
the budgeted figure (Only Five territories considered).
o The overall sales have increased (including territories where Engineers are not
placed) by 42% compared to last year s sales for four months.
o The company is also successful to tie up with a Japanese company to Co-brand his
product.
o Hence the overall sales monitoring has resulted into the increase of sales and better
monitoring of Channel partners.

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10. RECOMMENDATIONS
o The company should conduct a market survey so as to know the market share of the
company and the competitors.
o The company has products like AMR which is a niche segment and not many
competitors are available in the market. Hence company should focus to increase the
sales.
o The company is facing various problems on the service front like delayed service,
delayed response to the customer on the service issues. Hence there is need to
employ service engineers across the 16 territories identified.
o The DSR monitoring process takes lot of time for the sales engineer and also for the
head office to manually enter the details. Hence web portals should be developed so
that the DSR, purchase orders from the channel partners are directly received in to
the Database.
o Also the training aspect is not taken into the report. The sales engineers are facing
problems due to lack of training on the various products. Hence proper training
should be provided to the engineers.
o The forecasting is based on just judgment and therefore company should use
scientific methods of forecasting.
o The channel partners should be increased so as to make easy availability of product
to remote customers.
o The company should also use scientific methods of purchasing like ABC analysis so
as to reduce cost associated with it.
o The supply chain management should be improved so as to make quick delivery to
the customer.
o Technical colleges are yet another segments where the product requirement is there
and various scholarships and technical seminars should be organized so as to build
future sales.
o The company should also help some organization or schools with free equipments as
a part of Corporate Social Responsibility.

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o The sales promotion in the form of free gifts or in the form extended warranty should
be given to the customer so as to increase the sales.